In any leadership situation, whether managing individuals directly or trying to influence them, managing high performers can be a difficult task. Quite often, the intellect, capabilities or ambition of a high performer can eclipse that of their manager which can create a perceived inverted power dynamic (I.e. the subordinate sees themselves as beyond the capabilities of the manager).
In most instances the management of this high-performer can take one of two roads. The first, a contentious road, where any management of the high performer resents any managerial input or direction and drives the high performer out of the organization or around the manager. The second, a nurturing road that supports the high performers ambition, directs their energies appropriately and fulfills the potential of the individual and the team they are working in.
The following is an overview of tactics that can help a manager manage high performers and take that valuable, second road.
Understand their internal narrative:
The most important step you can take in aiming to manage high performers is to understand the internal narrative of who they believe themselves to be and how their work fits into that narrative. More often than not high performers will have created an internal narrative that drives their behaviours to either contribute towards the positive narrative they have created about themselves or contradicts a negative narrative that someone has put onto them. For example, ones narrative could be “I’m a young superstar talent that’s smarter than the rest and I need to demonstrate that in meetings to maintain that perception.” Or, “I don’t need to be at that meeting because I know it all already.” In both instances the ability of the high performer isn’t necessarily in question, but the behaviours are not necessarily productive. Beneath that narrative is likely some point of insecurity which that behaviour is trying to compensate for. Connecting with that insecurity, in time, will build trust and enable you to help direct their efforts in a constructive way.
Identify your point of leverage:
In all likelihood the high performer’s talents or skills will eclipse that of the manager. That being said, there will likely be a blindspot or gap in their skillset that will eventually enhance their ability to be successful. For example, they may be brilliant, but that brilliance may alienate people and not enable them to rally support from their peers, subordinates or executives. Identifying this gap is critical to create a point of leverage with the high performer, enabling the manager to use it, in a constructive and positive way, to provide feedback and drive efforts in a particular direction. This leverage can only be used if there is trust between the manager and the high performer and there is alignment of objectives. Which comes to the next point.
Align your objectives:
Once you’ve identified your point of leverage (I.e. the way in which you can contribute to the high performers success) it’s critically important to align your objectives. If the high performer’s ambition is to be a global domain expert, identify ways you can support that ambition through internal and external means, but do so in a way that helps you, as a manager, be successful. The point of leverage helps you to contribute to the development of the high performer and creates a trusted bond in the name of achieving those shared objectives. Aligning ones objectives creates value for the individuals involved as well as the broader team and organization.
Fuel their ambition:
One obvious, but important tip, is to fuel their ambition, don’t try to quell it. Especially in instances where the high performer’s ambition has created a less desirable outcome, it is important not to try and manage their ambition. Fuel it in a way that directs their ambition towards the shared objectives and enables their further development. Any quelling of that ambition will only breed resentment.
Manage your own ego:
One potentially difficulty in managing a high performer is keeping a grip on your own ego. In all likelihood you’ve also been successful, have your own ambitions, and have a strong desire to grow and succeed. Managing a high performer who may challenge those aspects of yourself. It’s critical to not make it about you and your needs. Focusing your intentions and attention to maximizing the output and impact that the high performer has on you and your team is the priority. With strongly aligned objectives you, as the manager, will benefit from their performance.
Give constructive feedback:
With many high performers they will likely have some sort of growth mindset that will be directed in the path of what has enabled them to be most successful in their career to date. If they’ve been technically strong, they will undoubtedly want to continue to grow in that direction. If their skills surpass yours, providing constructive feedback in that area may not be well received. That being said, especially in areas where they have an opportunity to develop (I.e. points of leverage), providing constructive feedback in that domain is essential. High performers will tend to be needy when it comes to positive reinforcement but you can’t necessarily indulge this endlessly. Create a cadence of interactions and ensure that constructive feedback is balanced and measured in the frequency of its delivery.
Empower don’t manage:
Finally, your mindset as a manager / influencer of high performers has to be one of empowerment and not management. Finding ways to empower them, even if it requires a certain amount of autonomy, will be much more effective than trying to manage them. Managing them directly, especially in terms of task management, won’t yield the maximal impact and will eventually frustrate them. Empowering them to use their talents in service of your aligned objectives is usually the best path in getting the most out of high performers.
In summary, managing high performers can be challenging for a variety of different reasons. The key is to best try and understand the dynamics that drive them and understand the dynamics you bring into their lives. You have the opportunity to be an influential figure in their lives which can not only be professionally rewarding, but also personally. Seize the opportunity.